Industrial transformation does not start with technology: it starts with people. This idea was the central theme of the Industry Leaders event, where sector experts reflected on the role of data as a lever for competitiveness, innovation and efficiency.
Today, industry faces historic challenges: complex supply chains, new traceability requirements, the arrival of artificial intelligence and the need to make fast decisions based on reliable information. However, the key question remains the same: how do we give value to all the data we generate?
From raw data to meaningful data
One of the most repeated points was the urgency of stopping the accumulation of data without criteria. As mentioned, “data kills the narrative if there is no rigor.” In other words, transformation is not about generating more information, but about ensuring it is reliable, contextualized, accessible and shared among the right stakeholders.
This requires solid governance, as well as internal education so that the entire organization understands data as part of their day-to-day work.
IT and OT: they must row in the same boat and in the same direction
For decades, industry has lived with a tacit separation between IT and OT. Today, vertical data integration requires both areas to work together. This is not only about technical interoperability, but strategic collaboration. We debated whether this segregation still exists… and the answer was clear: yes, and we must dismantle it.
To achieve this, bold leadership must promote collaborative ecosystems where sharing data is not a threat, but an opportunity to improve processes, reduce costs and build trust.
Being competitive in a market that no longer waits
The session left a powerful reflection: “data is raw material, we manufacture data.” In a context in which industry seeks to be more efficient and sustainable, data makes it possible to:
- identify real losses,
- optimize maintenance,
- improve planning,
- design products and processes with AI,
- and respond to growing demands such as traceability or the digital product passport.
This is not only about technology, but about increasing business competitiveness.
Data ROI: investing is not an expense, it is stopping the loss
One of the big debates revolved around the ROI of governance: how is it justified? The answer is not about how much is gained, but about how much is no longer lost due to wrong decisions, inefficient processes or siloed information.
Measuring internal efficiency, standardizing processes and ensuring data quality become strategic actions.
People, culture and talent: the true transformation
Transformation isn’t about technology, it’s about people. Industry needs new profiles, continuous training, academic partnerships and a culture that reduces fear of change. The technology is already here, but if we don’t understand it, it’s useless.
Real adoption only comes when culture accompanies technology.
Conclusion: data is the heart of industry
The industry of the future will not be built by accumulating information, but by creating value from data—with semantics, collaboration and governance. The key is not implementing everything at once, but setting priorities: Stop & Go—where am I, and how far do I want to go?
Industry Leaders made it clear that we will only move forward if we do it together: IT, OT, business, suppliers, academia and emerging talent. Data will not be the future of industry; it is already its present.
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